February 2019 Steering Committee Meeting. Table of Contents

Transcription

1 February 2019 Steering Committee Meeting Table of Contents Agenda... 2 November 2018 Meeting Minutes...3 Lead Agency Report... 5 CMI Designation Memo Rapid-Rehousing Memo...11 Community Conversation Next Steps Coordinated Access Prioritization Memo...23 Prioritization Policy CFTH Interim CEO Intro Resolution Resolution Resolution Resolution

2 Steering Committee Thursday, February 14, :30 p.m Crawford, Ste 700 Conference Room AGENDA Call to Order Mike Temple a) Roll Call Marilynn Kindell Approval of Minutes Mike Temple a) November 2018 CoC Steering Committee Meeting New Provider Representative Mike Temple a) Confirm Sharon Zachary as new Provider Representative for Crisis Services as elected by Provider members (Resolution No ) Lead Agency Report -- Add to official minutes Old Business Eva Thibaudeau a) Rapid Re-Housing Eva Thibaudeau Updated business rules (Resolution ) b) Community Conversation Next Steps Eva Thibaudeau Adopt and charge Lead Agency with execution (Resolution ) c) CoC Prioritization Policy Eva Thibaudeau (Resolution ) d) On-line case management training launch Eva Thibaudeau New Business a) Coalition for the Homeless new Interim CEO introduction Eva Thibaudeau b) FY2019 CoC NOFA Eva Thibaudeau Registration completed c) CDBG DR funding opportunities Eva Thibaudeau Announcements Public Comments Adjournment CoC Steering Committee Meetings May 9 th 2019 August 8 th 2019 November 14 th Crawford, Ste 700 Conference Room

3 Steering Committee Meeting November 8, 2018 Present: Minutes Absent: Marilynn Kindell (Ft Bend County Community Development), Preston Witt (Provider Representative), Mike Temple (Houston Galveston Area Council), Eva Thibaudeau (Lead Agency Staff), Kim Kornmayer (The Harris Center), Melissa Quijano (City of Pasadena), Deiko Taylor (Consumer Representative), Daphne Lemelle (Harris County Community Services Dept.), Horace Allison (Harris County Housing Authority), Joanne Ducharme (Montgomery County Community Development),, Laura Marsh (Michael E. DeBakey, VA Medical Center), Don Titcombe (Rockwell Fund Inc.). Tory Gunsolley (Houston Housing Authority), Tom McCasland (City of Houston Housing and Community Development Department), Gregory Pate (Provider Representative). The meeting of the Continuum of Care (CoC) Steering Committee was held on November 8, 2018 at 2000 Crawford St., Suite 700, pursuant to proper notification of all Steering Committee members. Welcome and Introductions Temple called the meeting to order at 3:30 pm. Kindell conducted roll call and noted there was a quorum. Approval of Minutes The minutes from the August CoC Steering Committee meeting were presented. Kindell motioned, Ducharme seconded, for the August minutes. The minutes were approved. Lead Agency Report The Lead Agency Report was presented by Thibaudeau and added to the official minutes. Old Business Rapid Re-Housing- The Coalition For The Homeless put a resolution in, and asked the committee to approve them being the Official CoC Steering Committee Designation of Case Management Intermediary (Resolution ). Lemelle made a motion and Witt seconded it. The Committee approved of the Coalition being the official designation of case management intermediary. A review board was put together of non-coalition members to review and recommend the top 6 agencies for

4 RRH. Adult RRH will be merging singles and families. All adult RRH is merging as of October 1, Now it is not only dedicated to families with minor children, but for single adults as well. Coordinated Access- New combined tool for approval, this will be a new tool that combines all the assessments together, instead of having several different ones for different groups. (Resolution ) Lemelle made a motion to move this resolution and Kindell seconded it. The committee members approved it. System Performance Measures Hud scored completely off our numbers, which caused us to take a hit. We are only compared to our previous data from the previous years, not against other CoC s. We take real time data from HMIS, within same period so you don t get docked for things. HUD does not do this. Our percentage of successful exits to PH, SO decreased significantly and ES/TH/PH only decreased slightly. Our CoC s two-year return to homelessness rate remained the same. Our PSH retention rate increased a tiny bit. Lastly, our percentage increase in income, decreased. New Business 2019 Point in Time dates (January 22,23,24) The Way Home Community Conversation is November 27 th, This will be held in the Baker Ripley location on Navigation, and starts at 9:00am. Announcements No announcements Public Comments No public comments Adjournment Upon approval, the meeting was adjourned at 4:15 pm. Respectfully Submitted, Marilynn Kindell, Secretary Date Approved, Mike Temple, Chairman Date

5 Lead Agency Report February 14, 2019 A. Vulnerable Populations a. High Need Individuals HOT List has been created and shared with APS to check for intersections. Twice monthly cross-agency case conferencing is underway. b. Large group met November 28, 2018 to review final outcomes from six month facilitation and agreed to next steps. c. Eva Thibaudeau and Rachel Portnoy (Adult Protective Services liaison, DFPS) met with a former county Judge who serves on the Texas Mental Health Judiciary Committee regarding this vulnerable population. d. Eva Thibaudeau, has joined the advisory board for a new SAMHSA project funded out of UT. The project seeks to work with frequent Harris County Psychiatric Center (HCPC) visitors who are experiencing homelessness to reduce recidivism and increase wellness. These individuals are many of the ones identified by the Unsheltered Workgroup as priority cases. e. The Workgroup on Ending Chronic Homelessness has moved to meeting once per month with all PSH providers & CA Navigators, and weekly with programs needing additional support. The total number of chronically homeless clients housed from April - December 2018 was 571. The graph below demonstrates the progress made monthly: Chronics Housed f. Outreach events targeted towards the two remaining downtown encampments continue. Outreach and Navigation staff meeting on a weekly basis to review the population of both the Chartres and Pierce encampments. Thirty-six (36) inhabitants of the Chartres Encampment were housed. Since then this location has gone down in size tremendously due to outreach events and construction of the new highway. Of the new residents twenty (20) have been housed. Four (4) residents of the Pierce encampment have been housed. g. The Montgomery County HUD-VASH collaborative meeting was facilitated by Nancy Heintz, Montgomery County Project Manager, on November 5 th at Tri-county behavior

6 health building. The group included the Director of the Montgomery County Housing Authority, VA Assistant Director for Homeless Programs and the VA HUD-VASH lead case manager, as well as, Montgomery county veteran services agencies. The purpose of the meeting was to identify up to twenty homeless veterans meeting eligibility for HUD-VASH in the County and initiate the housing process. h. The SOAR Workgroup met monthly during the past quarter and will meet on February 12, The Senior Project Manager presented at the Texas Conference on Ending Homelessness on SOAR through the Income Now program. SOAR BEACON law specialist have partnered with Harris Health Bristow Center in a collaborative that has resulted in an increase number of approved applications. We are expecting an additional dedicated SOAR worker through BEACON law to bring the number of dedicated staff to seven compared to one dedicated staff when we started in i. The CoC 2019 point-in-time was conducted between January 22-24, with January 21 st being the official night of the count. Transportation to shelter beds were offered during the unsheltered portion of the count, as well as on-the-spot assessment opportunities for persons who fall in the sub-populations of, chronic, Veteran and/or youth/young adult. B. Youth and Young Adults a. A dedicated Youth Team conducted surveys for youth experiencing homelessness during the 2019 point-in-time count. Dr. Sarah Narendorf of the UH-GCSW was part of the specialized team. b. Notification of award of 89 Family Unification Program (FUP) vouchers to the Houston Housing Authority was announced in November This is the 3 rd highest voucher award in the country! CFTH will manage referrals through the Coordinated Entry system. These vouchers are for youth aging out of foster care and experiencing homelessness and/or families with active CPS involvement while also experiencing homelessness. c. Montgomery County PM met with each of the county s six school districts Homeless Liaisons during Focus was to introduce an MOU that invited their district to collaborate with CFTH and The Way Home to bridge the data gap for the coordinated and continued identification of persons eligible for both homeless and educational services. To date, two districts have signed and returned the MOU. d. Fort Bend County PM met with 3 local school districts to discuss continued collaboration in the identification of homeless youth for the 2019 PIT as well as connecting youth and families to homeless services. FBISD has approved MOU and is waiting for legal department to review. C. Adults (no sub-population) a. The ESG Funders workgroup meets monthly and is comprised of Cities of Houston and Pasadena, Counties of Fort Bend, Montgomery and Harris and the CoC Lead Agency representing the CoC. This workgroup monitors activities and outcomes of emergency shelter, street outreach and Rapid Re-Housing activities in the CoC. b. Income Now has added additional employment counselors to staff the emergency shelter satellite workforce offices. Income Now partner meetings have resumed monthly on the last Thursday monthly. Staffing coordination at Salvation Army Hope Center (formerly Sally s House) includes placement of a new WFS employment Counselor and two TVC funded employment specialists. We currently have Income

7 Now staff dedicated to Covenant House, Salvation Army, Star of Hope MDC, and Star of Hope Cornerstone Campus, in addition to, all sixteen CoC located career offices. The CoC receives monthly Workforce Income reports sorted by each cohort. Income Now was featured in the Pathways Forward report issued by Heartland Alliance and the Income Now Senior Project Manager, Gary Grier, has been secured by the State of Virginia to present a workshop at the statewide conference to end homelessness on March 13, 2019 on Income Now as a best practice model. c. Several Coalition staff will be participating in the National Alliance to End Homelessness Conference on Solutions for Individual Homeless Adults February 20-22, D. Connection with Other Systems a. Montgomery County PM initiated a discussion led by Neal Drobenare, NHP Foundation Senior Vice President, concerning creation of new affordable housing opportunities. Ideas for development included the possibilities of a new build or rehab of an existing building. Invited to this conversation were city and county CDBG leadership and housing developers. b. Fort Bend County PM invited Neal Drobenare from NHP to speak at 1st Quarterly Fort Bend Homeless Providers Network Meeting. Avenues for development of affordable housing were discussed and several existing buildings were identified for potential rehab. Members were assigned research for each potential site to be presented at the next meeting in February. c. January informational meeting with Adult Protective Services and former Harris County Judge regarding how to help those with most acute vulnerabilities experiencing unsheltered homelessness. d. The SSVF/VA Coordination workgroup meets the second Thursday monthly. The group monitors the By Names List and coordinates with GPD and HUD VASH to rapidly rehouse or prevent veteran homelessness. e. Creation and implementation of the Landlord Marketing Workgroup that met regularly in 2018, and will continue to do so in 2019, to help recruit private rental units for The Way Home s permanent housing programs. The group hosted a CoC 101 Education/Recruitment event in June 2018 and presented to more than 2 dozen local properties. The group is currently working on marketing and recruitment activities, promoting the Housing Resource Center as The Way Home s private market inventory tool. The new Landlord Liaison has supported these activities as well as relationship building in coordination with the Houston Housing Authority and CSH. CFTH hosted focus groups on CBDG-DR funds coming the community for Hurricane Harvey long term recovery. Coordination with ISD homeless liaisons and homeless prevention providers was launched during the time period. In January 2019, a Landlord Engagement Webinar was held in coordination with CSH to highlight The Way Home s current landlord engagement efforts. f. The Landlord Liaison in coordination with the Coalition Communications department has created a new newsletter, called The Way Home Property Management Monthly. This newsletter is distributed monthly to 80 landlord contacts to benefit landlords and provide insight on different topic areas. E. Future Funding Opportunities a. CFTH s Chief Program Officer, Eva Thibaudeau, is working with a group of providers to identify higher level of care housing models for extremely vulnerable populations who have/are experiencing homelessness. There may be possibilities to utilize recovery funds to fill gaps.

8 b. On January 26, 2019, HUD announced the first round of awards. TX-700 was awarded $34,564,541, which included FMR Increases for all 43 renewals in our community. On February 6, 2019 HUD announced all funds (including CoC Planning, re-allocation, bonus and domestic violence bonus). Total award = $38,155,969 and included Coordinated Access expansion, Bridge Over Troubled Waters PSH expansion by 25 units, Domestic Violence Coordinated Access funding and $1,542,646 for additional rapid re-housing for persons fleeing domestic violence. Overall funding (not including DV increases) increase was $428, 656. Domestic violence funding increased by $1,936,726. There were projects that were not funded with bonus dollars including: YWCA and VOA expansion grants, Star of Hope New Heights at Reed Rd, and The Salvation Army Joint TH-PH/RRH. c. FY2019 CoC NOFA Competition opened CoC registration on January 31 st, The Way Home CoC has completed registration in order to be eligible to apply for funds in the FY2019 competition. d. 2019/2020 SSVF NOFA is currently open with applications due in February. The CoC has been coordinating with SSVF providers to make applications in the hope of securing additional funding for the region. Three currently funded agencies have received letters of support; as well as, two agencies seeking to restore funding and one new agency. F. Other System Support a. CFTH is working with City and County OEM s regarding future disaster plans that include considerations for those experiencing unsheltered homelessness. Senior Project Manager, Gary Grier, has been hosting the CoC disaster communication workgroup and will represent the CoC at the City s HCPC monthly meeting and the Cold Weather Plan meeting on February 11 th. The Coalition utilized its text alert system on January 17, 2019 in anticipation of the arctic blast. Community partners provided over 200 units of overflow to accommodate anticipated need. b. The revised Coordinated Access vulnerability tool went live in HMIS on November 16, Reassessments began in the community at large on November 19 th. One centralized waitlist was created and all new assessments after this date were placed on this one waitlist. On January 1, 2019, all referrals began to be pulled from the centralized waitlist and the other two waitlists were retired. c. Preparation for the 2019 HIC began in November Housing Inventory Forms were sent to all providers on January 15 th. Review of the HIC will happen in February prior to submission to HUD. d. Twenty-one (21) HMIS Trainings were held between November 2018 January e. The 1st quarter 2019 Case Management Resource Exchange (CMRE) convened on February 6th at The United Way of Greater Houston. The topic was Human Trafficking and featured a panel of specialists in that area. f. Montgomery County PM hosted a two-day Motivational Interviewing Training led by Cathy Crouch, SEARCH Houston. The training was provided by The Way Home for staff and volunteers of Montgomery County partner providers. g. Fort Bend PM attended local event to meet new elected officials and made contact with new County Judge, District Attorney and local mayors. Meetings to be set to continue development of relationships. h. A training was conducted for COC agencies on Trauma Informed Consequences at the Montrose Center on October 29, 2018.

9 i. Case Management Resources Exchanges were hosted by the Coalition on December 17th regarding PrEP intervention to prevent HIV and on February 6 regarding Human Trafficking training and resources. j. The Community Conversation happened on November 27th from 9:00AM to 5:00PM at Ripley House on Navigation. Wells Fargo sponsored the event. More than 225 community stakeholders participated in the event. National experts, Nan Roman (NAEH), Matthew Doherty (USICH) and Robert Pulster (USICH) attended and provided remarks. The final recommendations will be approved by this governance committee and presented to the community at the February 26 th Provider Input Forum. k. The creation of a Collaborative Communications Workgroup to kick off in February 8, 2019 The goal of this workgroup is to get Communications, Development/Fundraising, and Executive staff from The Way Home partner agencies in a room together to talk about how we can work collaboratively to share system stories in a positive, respectful and thoughtful manner. l. CFTH manages and posts on multiple social media platforms on a daily basis to help inform, educate, and advocate to over 1,000 followers about the work being done to prevent and end homelessness not only in Houston, but across the country. m. CFTH distributes the Coalition Communique, an e-newsletter, on a bi-monthly basis to highlight the work being done from an internal stand point. This e-newsletter is circulated to over 2,000 individuals. n. CFTH has launched The Way Home Quarterly e-newsletter to help create visibility in the work being done by homeless service system in the Houston area to the general public. This newsletter was first sent out in November 2018 to over 1,700 individuals and will continue to be distributed on a quarterly basis.

10 FOR INFORMATION ONLY SUBJECT: Designation of The Coalition for the Homeless as the CMI for The Way Home CoC DATE: 11/8/2018 This Memorandum is to inform The Way Home Continuum of Care Steering Committee about the need to designate the Coalition for the Homeless as the single CMI for The Way Home CoC. Background: The Coalition for the Homeless was procured by area ESG Funders to act as the Case Management Intermediary (CMI) for The Way Home CoC. The ESG Funders workgroup requests that this Steering Committee officially designate the Coalition for the Homeless as the sole CMI for The Way Home CoC.

11 Memorandum To: COC Steering Committee and Rapid Re-Housing Providers From: The Way Home CC: ESG Funders This memo serves as official notice of edits that have been made to The Way Home Rapid Re-Housing Business Rules. Upon approval by the CoC Steering Committee, these rules will be effective as of February 1, Section II, under the definition of Area Median Income: Change FMR area to match what HUD uses from Baytown to Woodlands. i.e. Houston-Woodlands-Sugarland. 2. Section III; Roles Responsibilities Changed the Subrecipients to The Way Home COC Rapid Rehousing Lead Roles. 3. Section III Part B, added the sentence, Based upon documentation the case manager submits, the FAI will determine if the unit meets FMR. 4. Section III Part B, VI: Added to state, Upon request by system partners and funders, the CMI would need to provide summary data and ad hoc reports on the success of the RRH System to which the CM Vendors are accountable for data entry; these reports could include the number of households served, successful exits from the program, and returns to homelessness within 30 and 90 days from program exit, etc. 5. Part 2 Rapid Rehousing Process and Design, Service Delivery Part E, Coordinated access can make referrals to one of three programs off the Rapid Rehousing waitlist. Families or Single individuals where the head of household is between ages years old and non-chronic will be referred to the Youth and Young Adult RRH. If there is an opening and a Young Adult is the next client inline on the waitlist they will have the option to enrolled in the Adult RRH or wait for a caseload opening on the Youth and Young Adult RRH. Adult Households who are over the age of 18 and score between 6-17 on the assessment will be referred to Adult RRH. Adult Households over the age of 18 years old and score between will be referred to the Non- Chronic Program. 6. Part 2 Rapid Rehousing Process and Design, Service Delivery Part I, the following was added regarding Security Deposits, Exceptions to this policy may be made by the CMI and FAI in agreement for situations as follows: a. If the client needs to be relocated for safety purposes. b. The FAI request an emergency inspection of the unit and the landlord refuses to make modifications and the client is then forced to find another unit.

12 7. Part 2 Rapid Rehousing Process and Design, Service Delivery Part O, the following was added: RRH is a scattered site housing program and clients are permitted to select their own units. This allows the client the opportunity to seek housing that is accessible to resources such as employment, support systems and schools. The Case Manager will document in HMIS the educational status of all school aged children in the household composition. Information obtained will include the child s current grade level, type and name of school. In cases in which the family may not be able to reside in the school district of choice due to various situations (e.g. lack of affordability & available housing), the CM will coordinate with the current school social workers to utilize rights afforded to the child under the McKinney-Vento Act. The educational status documentation will be placed in the HHA FAI files under the Screening from Case Management section. 8. Part 2 Rapid Rehousing Process and Design, Service Delivery Part T: Changed to, The CMI will ensure that each agency has a grievance procedure in place and appeals for termination for clients. The CMI will monitor the use of the grievance procedure for each case management vendor and have a process in place for clients that chose to appeal to the CMI and FAI. At point of notification, the CMI and FAI should investigate as a review of the grievance. After review, if the CMI and FAI deem the grievance plausible, further investigation by CMI, FAI and involved parties will occur; if the CMI and FAI review finds grievance is not justifiable, the decision by the Agency will stand. The funding collaborative will monitor the CMI to ensure consistency in use and application of grievances and terminations. The grievance policy can be found on Appendix I. 9. Part 2 Rapid Rehousing Process and Design, Service Delivery Part U was added: As a RRH system the CMI/FAI may create a sub program of RRH to test new ways to address homeless in our community. Sub program may not abide by caseload and rent scale policies. 10. Part 2 Rapid Rehousing Process and Design, Terminations Part E was changed to; In the case of termination, the CMI must notify the FAI to immediately stop payment for the unit where a household has been terminated. At point of notification, the FAI should investigate as a second review of the termination case. After review, if the FAI deems the termination plausible, the termination will stand; if the FAI review finds termination is not justifiable, further investigation by CMI, FAI and involved parties will occur. 11. Changed the word families to adult throughout document to reflect changes by HUD. 12. Changed Family Payment Scale to Adult Payment Scale to include singles and families. 13. Changed Non Chronic payment scale to reflect 1 year lease term. 14. Made changed to Appendix D, Caseload Size; Appendix D: Rapid Rehousing Caseload Size Programs have different caseload sizes depending on the population it serves. Each agency within the Rapid Re-Housing System should maintain a caseload of at least 80%. If an agency loses a staff member, the agency will have six weeks for the new case manager to reach the 80% of caseload size once hired. As an example, if the required caseload for a program is 25 households, then a case manager caseload should not drop below 20 households. Exceptions may be made by CMI/FAI. If an agency would like for one case manager to have less then the mandatory caseload for a program then that caseload must not be less than 60% of the caseload standard. Overall the agency must still serve the standard caseload size between all case managers. For example, in the COC Adult Rapid Re-

13 Housing, where the caseload is 25 households and an agency have one lead case manager and two case managers. The lead case manager may have a caseload of 15 households and each remaining case manager would need to have a caseload of 30 households. COC Adult Rapid Re-Housing: Each case manager can serve up to 35 households. Youth Rapid Re-Housing: This program serves youth and youth adults who are 24 and under in age. Each case manager can have a caseload up to 20 households. 15. The Way Home Rapid Re-Housing System will abide by the Violence Against Woman Act as set forth in 24 CRF CRF The Way Home Rapid Re-Housing System will abide by HUD s Equal Access to Housing as set forth in RIN 2501 AD Service Delivery Part P and Q, it will be updated to the following: p. The income for each household will be formally reassessed at a minimum of every 12 months to ensure that they are income eligible. Income eligibility is 30% of AMI by ESG standards. If the client is over income, they will need to be exited. Case Managers will gather 30 days proof of income to determine if client is below 30% AMI by ESG standards. If a client fails to provide income documentation or refuses to participate in the annual income certification process, then the client must be discharged from the program for non-compliance by their annual assessment date. If Case Managers determine that the client may be getting close to over income, they will begin working with the client to create an exit plan for their 12-month income reassessment. Monthly Case Management budgeting sessions do not constitute a formal income assessment. 12-month income assessment form can be found on appendix J. We expect there will be an additional update over the summer to include a monitoring and procedure policy to the Way Home Rapid Re-Housing Business Rules.

14 COMMUNITY CONVERSATION NEXT STEPS 2019

15 COMMUNITY CONVERSATION NEXT STEPS 1. Vulnerable Populations 2. Youth and Young Adults 3. All Adults (without sub-population designation) 1. Other System Connections 2. Future Funding Racial Equity and Social Justice lens to all CoC Work!

16 COMMUNITY CONVERSATION NEXT STEPS 1. Vulnerable Populations Aging/memory care/decompensation while in PSH or on streets Persons who meet federal definition of chronic PSH Encampments (including HOT list of most vulnerable) Respite (medical and behavioral)

17 COMMUNITY CONVERSATION NEXT STEPS 2. Youth and Young Adults PHA Vouchers (FUP) Affordable/alternative housing Child Welfare Juvenile Justice

18 COMMUNITY CONVERSATION NEXT STEPS 3. Adults (no other population designation) Employment Affordable housing Alternative housing types (worker/ dorm/ hostel / recovery/ second chance)

19 COMMUNITY CONVERSATION NEXT STEPS 4. Other System Connections Child Welfare Juvenile Justice Criminal Justice Behavioral Health

20 COMMUNITY CONVERSATION NEXT STEPS 5. Future Funding Outcomes/ System Performance Public/ Private commitments

21 COMMUNITY CONVERSATION NEXT STEPS Racial equity and social justice think tank will be assembled to ensure that these frameworks/lenses are employed across the system.

22 Thank You!! The Coalition for the Homeless leads in the development, advocacy, and coordination of community strategies to prevent and end homelessness. The Way Home is the collaborative model to prevent and end homelessness in Houston, Harris, Ft. Bend, & Montgomery Counties. For more information visit Eva Thibaudeau-Graczyk, LCSW (text)

23 FOR INFORMATION ONLY SUBJECT: Updated Coordinated Access Prioritization Policy DATE: 2/14/19 This Memorandum is to inform The Way Home Continuum of Care Steering Committee about the updated Coordinated Access Prioritization Policy. Background: Since the start of Coordinated Access to Housing and Income in 2013, a prioritization policy was put in place that would act as a guide for who should be placed in housing first. The policy was developed by the CA Workgroup (comprised of community partners) and reflected the needs of those currently experiencing homelessness. In November 2018 a new CA Prioritization Tool was rolled out CoC wide. This updated tool was also developed by the CA Workgroup. The tool was tested in the field and tweaked based on feedback of clients and assessors. In addition, this tool was tested against the prior tools to look for consistency across client populations and needs. This updated tool was developed with input from HUD s CA and Fair Housing Specialist and reflects HUD s priorities while remaining in harmony with Fair Housing laws. The updating of this new tool necessitated that the CoC Prioritization Policy also be update. Sub-population priorities have been removed to remain in line with Fair Housing. The new policy follows the recommendations of HUD s prioritization policies.

24 Coalition for the Homeless of Houston/Harris County Subject: Service Delivery Housing Prioritization Applies to: The Way Home Effective: 11/18/2018 PURPOSE: To ensure that homeless individuals and families assessed through Coordinated Access receive services in the most expedient way possible and that access to homeless assistance prioritizes those with the greatest needs who are least likely to end their homelessness in the absence of CoC support. POLICY: It is the policy of The Way Home that individuals and families with the most severe service needs and the longest lengths of time homeless are prioritized for housing. PROCEDURE: The Harris, Montgomery, and Fort Bend County Continuum of Care and The Way Home, with the input from area homeless providers, have established guidelines that outline the order of priority for housing homeless individuals and families. All current and newly developed Permanent Supportive Housing beds have been dedicated to individuals and families that are chronically homeless. All Permanent Supportive Housing turn-over beds have been prioritized for individuals and families that are chronically homeless. All Rapid Rehousing beds have been dedicated to literally homeless individuals and families. The goal of this policy is to ensure that those individuals and families who have spent the longest times in places not meant for human habitation or in emergency shelters, and who have the most severe service needs are prioritized for housing. Severity of service needs refers to individuals or families who have a history of high utilization of crisis services such as emergency rooms, jails, and psychiatric facilities and significant health or behavioral challenges such as substance use disorders or functional impairments. ORDER OF PRIORITY IN CoC PROGRAM FUNDED PERMANENT SUPPORTIVE HOUSING 1. First Priority Chronically homeless individuals and families with a disability with the longest history of homelessness and the most severe service needs. a. The chronically homeless individual, head of household of a family, or youth, when assessed through Coordinated Access, will be assigned a vulnerability score between 28-51, with 51 being the most severe service needs. 2. Second Priority Literally homeless individuals and families with a disability and the most severe service needs. a. The literally homeless individual, head of household of a family, or youth, when assessed through Coordinated Access, will be assigned a vulnerability score between 18-27, with 27 being the most severe service needs; and i. the CoC has not identified any chronically homeless individuals, families, or youth who meets all of the criteria for housing under the first priority. 3. Third Priority Literally homeless individuals and families with the most severe service needs. a. The literally homeless individual, head of household of a family, or youth, when assessed through Coordinated Access, will be assigned a vulnerability score between 18-27, with 27 being the most severe service needs; and i. the CoC has not identified any chronically homeless individuals, families, or youth who meets all of the criteria for housing under the first priority. ORDER OF PRIORITY IN CoC AND ESG PROGRAM FUNDED RAPID REHOUSING 1. Priority Literally homeless individuals and families a. The literally homeless individual, head of household of a family, or youth, when assessed through Coordinated Access, will be assigned a vulnerability score between 6-17, with 17 being the most vulnerable.

25 The Coalition for the Homeless is pleased to announce the hiring of Michael Nichols to serve as Interim President/Chief Executive Officer for the organization. Nichols' appointment to this position is key to the Coalition's strategic planning initiative and leading the agency to be an even more visible leader in advocacy and public education on homelessness and related issues, as well as supporting those partner agencies working together as a part of The Way Home. Nichols has been an active participant in business and civic activities in Houston for more than three decades. After earning his bachelor's degree in History from Brown University and his Juris Doctorate from Emory University, Nichols practiced law and served two terms in the Georgia House of Representatives before joining Sysco Corporation. After retirement, he joined Grocer's Supply Company as Chief Operating Officer. Nichols also served as Interim CEO of the Houston Parks Board. "I am honored to serve as the Interim CEO for the Coalition for the Homeless at this very important time," said Michael. "I am excited to play a role in helping the Coalition grow and creating a community where homelessness is rare, brief, and non-repeating."

26 Resolution Request for CoC Steering Committee Agenda Item 1. Brief Description of Proposed Item Accept provider nominated and elected Crisis Services Representative to CoC Steering Committee. Sharon Zachary, CEO, Alliance of Community Assistance Ministries (ACAM) has been elected by her peers to represent their interests on the CoC Steering Committee for a period of two (2) years. 2. Date of Steering Committee Meeting: February 14, Proposed Committee Resolution: Resolution: That the CoC Steering Committee hereby accepts the provider-elected Crisis Services Representative, Sharon Zachary, as a full member of The Way Home CoC Steering Committee for a period of two (2) years. 4. Approval of CoC Steering Committee Chair Signature: Date:

27 Resolution Request for CoC Steering Committee Agenda Item 1. Brief Description of Proposed Item The Rapid Re-Housing business rules have been updated to reflect funder feedback, actual practice and changes in funding requirements. They will go into effect upon approval by this committee. 2. Date of Steering Committee Meeting: February 14, Proposed Committee Resolution: Resolution: That the CoC Steering Committee hereby adopts the Rapid Re-Housing business rules as presented. 4. Approval of CoC Steering Committee Chair Signature: Date:

28 Resolution Request for CoC Steering Committee Agenda Item 1. Brief Description of Proposed Item The Community Conversation generated five (5) focus areas to guide the work of the CoC through and beyond By vote of this governance committee, the Lead Agency/HMIS Administrator (The Coalition for the Homeless) will execute and report back on progress in these community-driven areas. 2. Date of Steering Committee Meeting: February 14, Proposed Committee Resolution: Resolution: That the CoC Steering Committee hereby adopts the community-driven areas of focus and charges the CoC Lead Agency (Coalition for the Homeless) with executing and reporting. 4. Approval of CoC Steering Committee Chair Signature: Date:

29 Resolution Request for CoC Steering Committee Agenda Item 1. Brief Description of Proposed Item The Coordinated Access Prioritization Policy has been updated to reflect the new assessment tool, and has been created in conjunction with HUD to ensure that there are no fair housing violations. 2. Date of Steering Committee Meeting: February 14, Proposed Committee Resolution: Resolution: That the CoC Steering Committee hereby adopts the new Coordinated Access Prioritization Policy effective today. 4. Approval of CoC Steering Committee Chair Signature: Date: